Business Processes - What Are They, Anyway ?
adapted from:
Alec Sharp, Patrick McDermott!
Workflow Modeling
Tools for Process Improvement and Application Development
2nd ed. by Alec Sharp
Chapter 3
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
Process modeling in agile environment alec sharpLoihde Advisory
Esitys on osa joulukuussa 2015 pidettyä Talent Base aamiaistilaisuutta: Data. Prosessit. Innovaatiot. Esityksen piti Alec Sharp, Clariteq Systems Consulting.
Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations.
- Rapid and innovative process design in an Agile environment
- Why the Agile community is embracing data and process modeling
- Getting clarity on “business process”
- Why slowing down and getting out of the details is critical for rapid process design
- Two assessment frameworks to dispel resistance to change
- A feature-based approach to process design
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Are you looking for a way to efficiently and successfully achieve your corporate goals? Business Process Management can help you do exactly that! It handles the identification, design, control, and optimization of your business processes, allowing you to quickly, transparently, and purposefully implement your corporate strategy.
Process modeling in agile environment alec sharpLoihde Advisory
Esitys on osa joulukuussa 2015 pidettyä Talent Base aamiaistilaisuutta: Data. Prosessit. Innovaatiot. Esityksen piti Alec Sharp, Clariteq Systems Consulting.
Presentation is part of the Talent Base Breakfast Seminar: Data. Processes. Innovations.
- Rapid and innovative process design in an Agile environment
- Why the Agile community is embracing data and process modeling
- Getting clarity on “business process”
- Why slowing down and getting out of the details is critical for rapid process design
- Two assessment frameworks to dispel resistance to change
- A feature-based approach to process design
Business Process Management PowerPoint Presentation Slides SlideTeam
If you are planning to create a stunning presentation to showcase the concept of business process management, then we recommend you download, our ready to use business process management PowerPoint presentation slides. Our content ready presentation will save your time and efforts. With the help of this predesigned business operations management PPT presentation, you will be able to represent the numerous techniques to discover, model, examine, measure, refine, optimize, and automate organization processes. This business quality improvement presentation PPT has been designed using a slide on various essential subtopics such as introduction, functional area overview, ERP system architecture, task categories of ERP systems, ERP project progress, implementation process overview, planning and selection phase, implementation phase, enterprise resource planning funnel, tuning of concept, situational analysis-basic target concept, software selection process, and software selection criteria. It also covers a template on software selection criteria, realization and implements, v model for implementation of ERP system, tips for selecting ERP system, ERP criteria list-technical requirement, and ERP implementation-selection phase. Do not delay, quickly download these predesigned business project management presentation slides. Bring down the amount of friction existing with our Business Process Management PowerPoint Presentation Slides. Halt the further build up of differences.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
E-commerce is an online trading of goods and services. Electronic commerce draws on technologies such as mobile commerce, electronic funds transfer, supply chain management,Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
E-commerce is an online trading of goods and services. Electronic commerce draws on technologies such as mobile commerce, electronic funds transfer, supply chain management,Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems.
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
Download the related report: altimetergroup.com/digitaltransformation/
Digital Transformation And Enterprise ArchitectureAlan McSweeney
Digital transformation - extending and exposing business processes outside the organisation - by implementing a digital strategy – a statement about the organisation’s digital positioning, operating model, competitors and customer and collaborator needs and behaviour through the delivery of digital solutions defined in a digital architecture – a future state application, data and technology view to achieve digital operating status - is potentially (very) complex.
Digital architecture does not exist in isolation entirely separate from an organisation’s overall enterprise architecture. Digital architecture must exist within the within the wider enterprise architecture context.
Enterprise architecture provides the tools and the approaches to manage the complexity of digital transformation.
The management function that drives digital transformation needs to involve the enterprise architecture function in the design and implementation of digital strategy and organisation, process and policies and the creation of a digital architecture. Management must appreciate the technology focus and the benefits of an enterprise architecture approach.
The early involvement of enterprise architecture increases successes and reduces failures. Management must trust and involve enterprise architecture. The enterprise architecture function must accept and rise to the challenge and deliver. The enterprise architecture function must allow its value to be measured.
Business Process Management Training | By ex-Deloitte & McKinsey ConsultantsAurelien Domont, MBA
Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
Prezentacija seminara modeliranja i simuliranja poslovnih procesa te radionice izrade procesno-orijentiranih aplikacija održanih 14. i 15. studenog 2012. pod pokroviteljstvom organizacije ILBA.
From Conceptual to Executable BPMN Process Models A Step-by-Step MethodMarlon Dumas
Step-by-step tutorial showing how to turn BPMN process models designed by business analysts into executable processes deployable in a Business Process Management System. This tutorial was first given at the 11th International Conference on Business Process Management in Beijing, China on 29 August 2013. The tutorial is part of a series of lectures available at http://fundamentals-of-bpm.org
Introduction to BUSINESS PROCESSES, how to analyze them, and how their analys...Norm Pucilo
A module that is an introduction to business proesses which may also be known as business activiites, functions, tasks, procedures, etc. This module makes extensive use of actual process examples; but it does not detail ony one organization's processes.
The definitions of process just given could just as easily apply to .pdfapexelectronices01
The definitions of process just given could just as easily apply to activities wearing the labels
function, task, step, or operation. Indeed, if you accept the notion that a process is a set of related
activities, then any set of related activities, regardless of scope or scale, constitutes a process, and
any label for activity is also a legitimate synonym for process. In the end, words fail us. As a
result, the meaning of process eludes us. This lack of meaning creates much of the difficulty in
defining an organization’s business processes.
An organization’s transformational processes (the conversion of inputs to outputs) and its
transactional processes (the exchange of outputs for inputs) define the organization from the
process perspective. The transformational-transactional view of organizations shown in Figure 1
suggests that all organizations have only a few basic processes. Some basic processes clearly
implied by Figure 1 are listed below.
Process 1
Converting products, and services coming in to products and services going out.
Process 2
Getting products and services from the producer to the customer or the marketplace.
Process 3
Influencing customers’ decisions to buy and to pay, that is, obtaining orders and payments.
Process 4
Managing the money coming in, the money going out, and any surplus.
Process 5
Obtaining from suppliers the inputs necessary to sustain the functioning of the organization. [
Although Figure 1 emphasizes products and services as the major inputs, capital in the form of
loans from lenders and investments from investors is another major input, as is information.]
These basic processes are themselves parts of larger loops of activity, some of which are
transformational and some of which are transactional in nature. An organization’s processes, that
is, the flow of inputs and outputs through its transformational and transactional loops, are
typically divided up into some commonly accepted business functions.
With additional thought, other functions can be added to those above:
The precise form these functions take, the labels they wear, and their distribution among a firm’s
functional structures vary with the industry, the technology, and the history of the firm in
question. That aside, the basic lesson is plain to see: There are only about a dozen or so basic
business functions in any organization, and even fewer business processes.
Examples at ETS
Consider the case at my company, Educational Testing Service (ETS), home to a host of tests
recognizable by their initials: for example, SAT, GRE, and GMAT. Ask almost anyone at ETS to
generate a list of ETS’s key processes and, chances are, the list will include the following:
Press for a longer list and you’ll probably see some of the following—plus others:
Pose any of the items above as examples of processes, however, and they will be immediately
disputed. The primary reason for this contentiousness is that most analyses of processes are
\"floating,\" adrift in a sea.
What is Value? Understanding and measuring the value chain of a process (NYBP...Samuel Chin, PMP, CSM
In this meetup, we discussed the concept of "value". We introduced the "value equation" and explain universal methods for understanding and measuring value creation within business processes. We also applied these principles in order to discuss how to implement process data controls within the value chain to enable continuous process improvement.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Business Processes Definition
1. Business Processes!
What Are They, Anyway ?
adapted from!
Alec Sharp, Patrick McDermott!
Workflow Modeling!
Tools for Process Improvement and Application Development. !
2nd ed. by Alec Sharp!
Chapter 3
2. No Definition, but Lots of Opinions
An executive wanted assistance in improving her organization’s
product lifecycle management process
A participant in a recent workshop introduced himself by offering that
he spent his days “writing processes”
Business Processes - What Are They Anyway ?
3. No Definition, but Lots of Opinions
An executive wanted assistance in improving her organization’s
product lifecycle management process
The executive was talking about what we call a process area !
- a collection of several related business processes.
A participant in a recent workshop introduced himself by offering that
he spent his days “writing processes”
The “process writer” was talking about what we call a procedure !
- instructions for completing a specific task.
Business Processes - What Are They Anyway ?
4. No Definition, but Lots of Opinions
An executive wanted assistance in improving her organization’s
product lifecycle management process
The executive was talking about what we call a process area !
- a collection of several related business processes.
somewhere in between
Business Process
A participant in a recent workshop introduced himself by offering that
he spent his days “writing processes”
The “process writer” was talking about what we call a procedure !
- instructions for completing a specific task.
Business Processes - What Are They Anyway ?
5. Two Questions
1. Is “Business Process” an Arbitrary Concept ?
2. Does It Matter ?
Business Processes - What Are They Anyway ?
6. Two Questions
1. Is “Business Process” an Arbitrary Concept ?
No. The distinction isn’t arbitrary at all.
2. Does It Matter ?
Yes. It matters a great deal that “process” means different things to different people.
Business Processes - What Are They Anyway ?
7. Two Questions
1. Is “Business Process” an Arbitrary Concept ?
No. The distinction isn’t arbitrary at all.
We’ll provide repeatable, unambiguous, and defensible guidelines for distinguish among
the different kinds of work that fall under the general label of “process”.
We clearly describe how to make the distinction between what we call business processes,
the process area they belong to, and the subprocesses they contain.
We’ll demonstrate that these have significantly different characteristics, and you must be
able to unambiguously identify which is which.
2. Does It Matter ?
Yes. It matters a great deal that “process” means different things to different people.
Business Processes - What Are They Anyway ?
8. Two Questions
1. Is “Business Process” an Arbitrary Concept ?
No. The distinction isn’t arbitrary at all.
We’ll provide repeatable, unambiguous, and defensible guidelines for distinguish among
the different kinds of work that fall under the general label of “process”.
We clearly describe how to make the distinction between what we call business processes,
the process area they belong to, and the subprocesses they contain.
We’ll demonstrate that these have significantly different characteristics, and you must be
able to unambiguously identify which is which.
2. Does It Matter ?
Yes. It matters a great deal that “process” means different things to different people.
Making the distinction and eliminating the confusion right at the outset of an undertaking
is vital to avoiding a variety of problems:
- circular, frustrating, time consuming discussions on “what actually is a business process”
- trouble controlling scope and producing useful deliverables
- improvements that make things worse
Business Processes - What Are They Anyway ?
9. Defining “Process” in General
name: action verb + noun
work:!
triggering event:!
- action or decision!
- time (temporal event)!
- condition
Business Processes - What Are They Anyway ?
- activities!
- steps and decisions
workflow models will show!
the flow of work, from trigger to result:!
who, does what, when
result:!
- product!
- service!
- information
10. Defining “Process” in General
name: action verb + noun
named in verb-noun form:!
Two simple and useful guidelines:!
• The process name, as its simplest, must be in the form verb-noun
(or verb-qualifier-noun or verb-noun-noun), defined in the singular.!
• The verb-noun name must indicate the result of the process.
If you flip the terms around into noun-is-verbed form, the phrase
should indicate the intended result of the process
work:!
triggering event:!
- action or decision!
- necessary when describing a process
It’s time (temporal event)!to
be able to identify the event - the triggering
- condition
event - that starts it:!
initiated by a specific event:!
• action event: a person or an organization
decides to do something, for whatever
reason.!
• temporal event: some predetermined date
or time is reached at which some activity
must begin!
• condition or rule event: a monitoring activity
detects some exception condition
- activities!
- steps and decisions
name with action verbs, NOT mushy verbs:!
• An action verb indicates a single activity that happens at a
workflow models will show!
particular point in time and helps us to visualise a result.
the flow of work, from trigger to result:!
(count, evaluate, print, attach, return, prioritise, sort,
provide…)! who, does what, when
• A mushy verb tends to indicate an activity or multiple activities
that happen over time, some overall objective and don’t help
us visualise a single, specific result.
(maintain, administer, monitor, handle, …)
A mushy verb in noun-is-verbed format means nothing!
involves work:!
It goes without saying that a process involves work.!
That work can be described as a defined sequence of steps and
decisions (predictable, transaction-handling process) or as a set of
related activities (less predictable, collaborative or creative process)
and can be completed by a person or a machine or both.
Business Processes - What Are They Anyway ?
result:!
- product!
- service!
The result of the process, in noun-is-verbed
form, must meet three criteria:!
- information
• The result is discrete and identifiable!
delivers a specific, essential result:!
• The result is countable!
• The result is essential
11. Summary of Criteria for a Well-Formed Process
• The process comprises an identified body of work that can be characterized as
a set of related activities or defined sequence of step and decisions.!
• The process name is (essentially) in action verb-noun format,
although it might have a qualifier or another noun.!
• The name is in the singular. !
• The name, if put in “noun-is-verbed” format, will indicate
the intended result (output) of the process.!
• The result must be discrete and countable.
If a mushy verb is used, these criteria will not be met.!
• The result is what the customer of the process wants.!
• The process is initiated by a triggering event that could be action, time or a condition.
Business Processes - What Are They Anyway ?
12. Defining “Business Process” in Particular
Is any set of activities with a trigger and a result a business process ?
Business Processes - What Are They Anyway ?
13. Defining “Business Process” in Particular
Is any set of activities with a trigger and a result a business process ?
No. !
Because we attach specific meaning to the term “business process”.
Business Processes - What Are They Anyway ?
14. Defining “Business Process” in Particular
Is any set of activities with a trigger and a result a business process ?
No. !
! !
Because we attach specific meaning to the term “business process”.
A “business process” is:
• a collection of interrelated
activities,
initiated in response to a triggering event,
which achieves a specific, discrete result
for the customer and other stakeholder of the process
• a chain of activities
that establish a 1:1 relationship
from the earliest triggering event through to the final result
Business Processes - What Are They Anyway ?
15. … which achieves a specific, discrete result…
The only reason a business process exists is to deliver a specific result. !
That result might be goods, such as the products requested on an order, or services, such as information
in response to a query. !
The all-important guideline is that the result must be individually identifiable and countable. !
The processes Develop New Product, Resolve Service Problem, Fulfill Order, and Hire Employee all
conform to this guideline. You can identify the specific new products that are developed and count them. !
ln other words, it is possible to count how many times the process Develop New Product was completed.
Similarly, it would be possible to identify and count the service problems that were resolved, the orders
that were fulfilled, and the employees that were hired. !
However, you cannot count how many research and developments, help desks, telemarketings, or human
resources were completed because those are departments or functions, but not processes. !
A good process name clearly indicates the result or end state of the process - new product is developed,
service problem is resolved, and so on.
Business Processes - What Are They Anyway ?
16. …for the customer and other stakeholder…
A customer is the recipient or beneficiary of the result produced by the business process. !
This customer may be a person, an organization, or even a broad marketplace, but the customer can be
identified and can pass judgment on how satisfactory the result and the process are. !
The customer might be internal to the organization, such as the employee whose service problem was
resolved or the department that receives the newly hired employee.!
Taking the customer’s perspective helps identify and name processes accurately.!
At a government motor vehicle licensing agency, a process called Handle Application form would not pass
the customer perspective test, because the application form is not what the customer cares about. !
Would you be satisfied knowing that your form had been “handled” ?
- taken, copied, sorted, sent, filed, retrieved, bent, folded, spindled, stapled, and mutilated - ?
No, you expect some result like a driver’s license issued or a vehicle registered, so the appropriate
processes are Issue Driver’s License and Register Vehicle. !
Also note that while the business process must provide a result to the customer, it likely has to provide a
result to other stakeholders, notably the organization itself.
The classic example: most customers would probably be happier if you did not bill them for the result they
receive, but since you would go out of business if you did that for long, the process result includes
collecting the payment, the result expected by the organization itself.
Business Processes - What Are They Anyway ?
17. …initiated in response to a triggering event…
You must be able to trace a process back to the earliest event that triggers or initiates it. !
Think of the process as a machine that is inactive until the on switch is flipped.!
The triggering event is the processes’ on switch that makes it go. !
The event is often a specific request for the result the process produces.
Develop New Product begins in response to the event “market opportunity is confirmed,” which is a
request for a new product that will satisfy the market opportunity.
Resolve Service Problem begins in response to the event “customer reports service problem,” which is a
request for the service problem to be resolved. !
Identifying the earliest event is not always easy. !
Does Fulfil Customer Order begin in response to the organization’s receipt of an order,
or a customer initiating an order, or a customer realising they have a need? !
Sometimes, there are multiple events that can initiate a process.
Taking inventory (Determine Stock Level) can be initiated by a temporal event, because it is done twice a
year, but can also be initiated by a conditional event (e.g., when a significant discrepancy is discovered).!
In any case, the effort in determining the event(s) is worth it - once you have an event and a result,
it is far easier to trace the flow of work that transforms the former into the latter.
Business Processes - What Are They Anyway ?
18. …activities…
The business process is a collection of activities, steps, tasks, actions
or whatever you want to call them.!
Whether we are discussing the five or so subprocesses that comprise a business process, the dozens of
activities we brainstormed during process discovery, or the potentially hundreds of individual steps
between trigger and result, they all collectively comprise the process. !
During process discovery, we will typically refer to activities, during framing we will identify the
subprocesses and, later still, when we start to draw workflow models, the term will be step because
workflow models show the process steps completed by the actors. !
Even then, a step in the initial workflow model will likely divide into more and finer steps during
development of more detailed models. During this discussion, and others when the precise granularity
doesn’t matter or we don’t know if one or multiple actors are involved, we’ll use the term activities. !
The point of all of this is that a process is made up of defined work,
whatever granularity you are breaking that work into.
Business Processes - What Are They Anyway ?
19. … a collection of interrelated…
The activities in the process must interrelate - they are not just an arbitrary collection of work. !
For instance, we do not want to end up analysing Joe’s job or the human resources (HR) department.
Joe does a variety of tasks, from taking orders to handling customers’ problems; the HR department does
a variety of things, from recruiting and retiring employees to administering their benefits and reimbursing
training costs. In both cases, the only relationship among the activities is that the same organization does
them all. That may be interesting, but it is not a single process - Joe probably participates in many
processes, and the HR department certainly does. !
In a process, the steps are interrelated through sequence and dependency -
in simple terms, the completion of one step leads to (flows into) the initiation of the next step, in sequence. !
Sometimes the sequence is arbitrary, and other times there is a true dependency -
step B cannot take place until step A has completed. !
Another important point - the steps are interrelated by dealing with the same token or work item,
such as a specific employee retirement, or benefit enrolment, or whatever the process deals with.
Further, all of the steps are interrelated by being traceable back to the same initiating event. !
For example, when Joe finishes taking one employee's benefit program enrolment order, he may return to
resolving another employee's reassignment problem, but in process terms the two are unrelated - they
deal with completely different work items and are part of the response to completely different events.
Business Processes - What Are They Anyway ?
20. A Guideline for Business Processes Boundaries
Business Processes - What Are They Anyway ?
21. A Guideline for Business Processes Boundaries
1. !Collect Suggested Processes
! in action verb + noun format
settle loan
solicit
payment
register
customer
book loan
fund loan
identify
prospect
distribute
payment
solicit
prospect
accept loan
application
assess loan
application
receive
payment
Business Processes - What Are They Anyway ?
qualify
prospect
22. A Guideline for Business Processes Boundaries
2. !Put Suggested Processes in Typical Sequence
identify
prospect
qualify
prospect
solicit
prospect
register
customer
accept loan
application
Business Processes - What Are They Anyway ?
assess loan
application
fund loan
book loan
solicit
payment
receive
payment
distribute
payment
settle loan
23. A Guideline for Business Processes Boundaries
3. !Analyse the Suggested Processes
! determining the cardinality of the relationship among the various elements
1:1
identify
prospect
1:1
qualify
prospect
1:1
solicit
prospect
1:n
register
customer
1:1
accept loan
application
Business Processes - What Are They Anyway ?
1:1
assess loan
application
1:1
fund loan
1:n
book loan
1:1
solicit
payment
1:1
receive
payment
1:n
distribute
payment
settle loan
24. A Guideline for Business Processes Boundaries
3. !Analyse the Suggested Processes
! determining the cardinality of the relationship among the various elements
1:1
identify
prospect
1:1
qualify
prospect
1:1
solicit
prospect
1:n
register
customer
1:1
accept loan
application
1:1
assess loan
application
1:1
fund loan
1:n
book loan
1:1
solicit
payment
• if processes are connected on a 1:1 basis,
they are part of a single, end to end, business process
Business Processes - What Are They Anyway ?
1:1
receive
payment
1:n
distribute
payment
settle loan
25. A Guideline for Business Processes Boundaries
3. !Analyse the Suggested Processes
! determining the cardinality of the relationship among the various elements
1:1
identify
prospect
1:1
qualify
prospect
1:1
solicit
prospect
1:n
register
customer
1:1
accept loan
application
1:1
assess loan
application
1:1
fund loan
1:n
book loan
1:1
solicit
payment
1:1
receive
payment
1:n
distribute
payment
• if processes are connected on a 1:1 basis,
they are part of a single, end to end, business process
• if there is a 1:n, a n:1, or a n:n linkage,
that indicates the boundary between two separate business processes
Business Processes - What Are They Anyway ?
settle loan
26. A Guideline for Business Processes Boundaries
3. !Analyse the Suggested Processes
! determining the cardinality of the relationship among the various elements
1:1
identify
prospect
1:1
qualify
prospect
1:1
solicit
prospect
1:n
register
customer
1:1
accept loan
application
1:1
assess loan
application
1:1
fund loan
1:n
book loan
1:1
solicit
payment
1:1
receive
payment
1:n
distribute
payment
• if processes are connected on a 1:1 basis,
they are part of a single, end to end, business process
• if there is a 1:n, a n:1, or a n:n linkage,
that indicates the boundary between two separate business processes
The reason the 1:1 ratio works is because it is the same token moving along.
Whenever you hit a 1:n or an n:n connection, you will find that a different token is the focus of the process.
Business Processes - What Are They Anyway ?
settle loan
27. A Guideline for Business Processes Boundaries
4. !Process Area, Business Process, and Subprocesses
Commercial Loan Management
Acquire Customer
identify
prospect
qualify
prospect
solicit
prospect
register
customer
Settle Loan
settle loan
Issue Loan
accept loan
application
assess loan
application
fund loan
book loan
Collect Payment
solicit
payment
Business Processes - What Are They Anyway ?
receive
payment
distribute
payment
28. A Guideline for Business Processes Boundaries - Summary
• Activities linked on 1:1 basis are probably part of the same process!
• Each process is generally triggered by an event (action or time)
that is outside your control!
• At the end is one or more results that make one or more stakeholders happy!
• The same “token” or “work item”move through the whole process,
with the process typically transforming it
Business Processes - What Are They Anyway ?